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Organizational development, as an alternative to Reagan administration methods of revamping federal agencies, has been successfully applied in many public sector organizations. High Performance and Human Costs focuses on the effective new management approach of one such organization, the Metropolitan Atlanta Rapid Transit Authority (MARTA), and provides perspective on how administrators can move away from outdated bureaucratic models. The work focuses on public agency dynamics using MARTA as an example. The authors begin by studying emerging practices for high performance and include a detailed look at staff experience and interaction. They evaluate an executive with a look at self-forcing and self-enforcing systems. Other chapters focus on the personal reactions of MARTA executives, provide guides for doing better the next-time-around, and give a small case study of another project. The authors conclude with a comparison of two approaches to high performance: Organizational Development, and the cultural approach popularized by the Peters and Waterman book In Search of Excellence.
In Perform or Else Jon McKenzie brilliantly explores the relationship between cultural, organisational, and technological performance.
This book asks the crucial question: When does high performance supervision become abusive supervision? As more organizations push to adopt high performance work practices (HPWP), the onus increasingly falls on supervisors to do whatever it takes to maximize the productivity of their work teams. In this rigorous, research-based volume, international contributors offer insight into how and when seemingly-beneficial workplace practices cross the line from motivation to abuse. By reviewing critical issues in both high performance work practices and abusive supervision, it illuminates the crossover between these two modes of work, and forges a path for future scholarship.
This incomparable Fourth Edition of a standard reference/text has been thoroughly updated and enlarged -- offering comprehensive coverage of the field in a single source and incorporating entirely new as well as time-tested material.
A handbook on organizational consultation. This second edition includes more than 35 new chapters and an expanded list of international contributors. It analyzes all aspects of organizational consulting - including normative, empirical and political topics - and offers a broad view of consultation diagnoses, problem centres, and interventions.
Offering effective tools and strategies, this book covers how to encourage and strengthen skills in process analysis and investigation, align OD principles with transforming societal values, clarify communication processes and decision-making procedures, and isolate and resolve roadblock issues. Constructing a platform to assess large-system agendas, Ironies in Organizational Development, Second Edition is an outstanding text for upper-level undergraduate and graduate students taking organizational development courses in the departments of public administration, psychology, management, and sociology, as well as for in-service and professional workshops.
It gathers more spectators on a global basis than any other activity today. More than just a game, sport has profound political and social consequences, promoting a super-aggressive ideal of manhood and political culture.
Investigating money's ambiguous position in architecture, with reflections on topics that range from the aesthetics of austerity to the underwriting of large-scale art projects. Money plays a paradoxical role in the creation of architecture. Formless itself, money is a fundamental form giver. At all scales, and across the ages, architecture is a product of the financial environment in which it is conceived, for better or worse. Yet despite its ubiquity, money is often disregarded as a factor in conceptual design and is persistently avoided by architectural academia as a serious field of inquiry. It is time to break these habits. In the contemporary world, in which economies are increasingly connected, architects must creatively harness the financial logics behind architecture in order to contribute meaningfully to the development of the built environment. This issue of Perspecta—the oldest and most distinguished student-edited architectural journal in America—examines the ways in which money intersects with architectural discourse, design practice, and urban form, in order to encourage a productive relationship between money and the discipline. Contributions from a diverse group of scholars, practitioners, and artists create a dialogue about money's ambiguous position in architecture, reflecting on topics that range from the aesthetics of austerity to the underwriting of large-scale art projects to the economic implications of building information modeling. Contributors AOC, JT Bachman, Phil Bernstein, Mario Carpo, Christo, Peggy Deamer, Keller Easterling, Peter Eisenman, Mark Foster Gage, Frank Gehry, Thomas Gluck, Kevin D. Gray, Charles Holland, Hasty Johnson & Jerry Lea, Naomi R. Lamoreaux, Mira Locher, Vivian Loftness, Gregg Pasquarelli, Cesar Pelli & Fred Clarke, Nina Rappaport, Todd Reisz, Brent Ryan & Lorena Bello, Michelangelo Sabatino, David Ross Scheer, Robert Shiller, Robert A.M. Stern, Elisabetta Terragni, Kazys Varnelis, Andrew Waugh & Michael Green, Jay Wickersham & Christopher Milford, Alejandro Zaera-Polo
Offering strategies for a new generation of administrative systems, this book explores the impact of recent managerial reforms and shifting societal values on the stability, legitimacy, and progress of democratic governments. The chapters highlight innovations in consumer communication management and marketing, evolving methods of policy planning, formation, and implementation, and the role of high-information/high-technology in public agencies. Providing insight into the changing environment present in most governing structures, the book covers ethical dilemmas in public service, the definition of work for public sector employees, and population behavior during mass disasters.
Many companies today are either undergoing drastic organizational changes or are faced with the prospect of having to make these changes in the near future. The need for change may arise from internal sources—growth in the size of the company, the problem of aging—or, more frequently, from external sources: changes in the nature of markets, in the technology of the industry, or even cultural beliefs about the “proper” rewards of work and behavior for employers and employees. This book is concerned with the process of change by which organizations achieve their purposes and meet the needs of their individual and group contributors. Lawrence's study is centered on a medium-sized supermarket chain in which several important management functions were being shifted from the home office to newly created store managers. The origin and reasoning behind these organizational changes, the methods of introducing them, the process of shifting the roles of key individuals, and the consequences of the changes are considered in detail. The author's inquiry proceeds from four essential research questions: What is the nature of the basic behavior patterns in this organization? What are the key factors involved in changing those patters? Did significant measurement change occur? If so, how was it accomplished. This volume, first published in 1958, broke new ground in devising techniques to measure changes in behavior patterns of individuals, in focusing attention on the behavior patterns of individuals at the management levels of an organization, and in clarifying the stubborn facts of human behavior involved in changing administrative patterns. The book will be of continuing interest to managers and administrators concerned with making key changes in customary supervisory practices and to sociologists for the way the book addresses the general issue of the conflicts between the shifting demands of large organizations and the integrity of the individual. The new 1990 introduction by the author nicely illustrates his belief that the process of organizational change remains a central issue for American society.